The Last Six Months at NITIE as Professor - Management & Industrial Engineering - February to July 2021

Professor, National Institute of Industrial Engineering (NITIE), Mumbai

Former Senior Professor, ICFAI Business School, Mumbai (2004 to 2006)

Former Professor, SPJIMR, Mumbai (2001 to 2004)

Professor, NITIE (1997 to 2000)

The formal service tenure will be completed by July 2021.

It is time to remember students of PG programmes, Training programmes, Fellowship scholars, and colleagues & administrators who provided opportunities and support in the required activities. I am very happy with the positive outcomes in both personal and professional areas. Can easily forget the negative events that are part and parcel of life and interactions.

I can feel good about the two global top blogs that I created. Management Theory Review and Industrial Engineering Knowledge Center.  They are used by students, executives and faculty members of all countries.

In this last term of teaching, thanks to Prof. Manoj Kumar Tiwari, Current Director, NITIE, I am learning additional things in the area of supply chain management from Prof. David Simchi Levi, Professor, MIT. I am teaching the subject, Manufacturing Strategy. The key areas in the subject, Technology and Process Strategy, Process Improvement Strategy, Capacity decisions for Internal Manufacturing and Supply chain manufacturing are of special interest to me from industrial engineering perspective also. I started my career in 1979 in the purchasing department of a manufacturing company and then shifted to production planning and production management of all ancillary departments of the company. In my first five years of teaching, I taught subjects related to manufacturing management and operations research. Hence completing the formal tenure by teaching "Manufacturing Strategy" is appropriate goal reaching effort. Only, recently, the fellow scholar, I guided in supply chain management got his doctoral diploma, fellowship of NITIE.

I did diversify into security analysis and investment management. My doctoral degree in that area is from IIT Bombay. I worked in stockbroking company as vice president (training) and supported the company during derivates introduction year. I developed ways of implementing Graham's analysis method (Graham - Rao Method) and Markowitz portfolio analysis method to get model portfolios of broking companies.

The urge to strengthen the industrial engineering discipline as an alumni and faculty member of NITIE made me to focus on industrial engineering afresh. The effort helped in developing "Principles of Industrial Engineering," "Functions and Focus Areas of Industrial Engineering," "Industrial Engineering 4.0 Implementation Steps," and more papers highlighting the need for changes in industrial engineering discipline, academic curriculums and professional practice. Productivity management is a very important area, which is still underdeveloped in the management and industrial engineering disciplines. Productivity Science, Productivity Engineering and Productivity Management is the framework proposed by me to develop productivity management area in more depth and detail.

I am going to rearrange my files to do 5S for the future and in the process access details of various programmes conducted by me and try to say "hello and thank you" to the participants.

Pub on 1 February 2021

Automobile - Automotive Companies - Strategies

 

Ford

2015

https://hbr.org/2018/05/how-ford-is-thinking-about-the-future

2019

https://media.ford.com/content/fordmedia/feu/en/news/2019/01/10/ford-to-strengthen-european-competitive-position-and-profitabili.html

https://www.industryweek.com/leadership/article/22027395/ford-reboots-european-strategy-with-suvs-mild-electrification

2020

https://thestrategystory.com/2020/11/22/ford-retrenchment-strategy/

General Motors

2018

https://knowledge.wharton.upenn.edu/article/general-motors-closings/

February - Management Knowledge Revision

__________

Frank Gilbreth
Picture Source:
http://commons.wikimedia.org/wiki/File:Frank_Bunker_Gilbreth_Sr_1868-1924.jpg
__________

Febuary 1st Week  1 - 5 ,

The Nature of Organizing - Review Notes
Departmentation in Organizations - Review Notes



Line-Staff Authority and Decentralization - Review Notes
Effective Organizing and Organizational Culture - Review Notes



Summary - Principles - Organizing
Human Resource Management and Selection




Performance Appraisal and Career Strategy
Manager and Organization Development



Summary - Principles - Staffing
Resourcing; A Function of Management


February 2nd week,  8 to 12


Human Factors and Motivation
Leadership - Koontz and O'Donnell - Review Notes






Supervision - Introduction - Public Administration Point of View
Committes and Group Decision Making - Review Notes




Communication - Koontz and O'Donnell - Review Notes
Summary of Principles - Directing - Leading



The System and Process of Controlling - Review Notes
Control Techniques and Information Technology




Productivity Control
Overall Control and Preventive Control - Review Notes

February 3rd Week  (15 - 19)


Summary - Principles of Controlling
Global and Comparative Management



Organizing - Global Management Issues - Review Notes
Staffing - Global Management Issues



Leading - Global Management Challenges
Controlling - Global Management Challenges - Review Notes



Management and Entrepreneurship: Science, Theory and Practice
Managerial Skills



Principles of Management - List
Principles of Management - Subject Update Articles Recent Years


February 4th Week  (22 to 26)

Marketing Management Revision Articles

The Marketing Concept Kotler
Marketing Strategy - Marketing Process - Kotler's Description



Scanning of Environment for Marketing Ideas and Decisions
Marketing Strategy - Differentiating and Positioning the Market Offering



Management of Marketing Department and Function
Marketing Research and Market Demand Forecasting


Consumer Behavior
Analysis of Consumer Markets


Organizational Buying Processes and Buying Behavior
Market Segmentation and Selection of Target Segments




To March - Management Knowledge Revision

Industrial Engineers support Engineers and Managers in Efficiency Improvement of Products, Processes and Systems

Improvement is a component of operations strategy/manufacturing strategy

One Year MBA Knowledge Revision Plan

January  - February  - March  - April  - May   -   June

July  - August     - September  - October  - November  - December



Updated  31 January 2021

2020 23 February, 2018 - 24 February, 1 February 2017, 16 Feb 2016, 22 Feb 2016


2020

New Posts

Best Smart Manufacturing Plants - Industry 4.0 Technology Implementation 2020 updates
nraomtr.blogspot.com/2020/02/best-smart-manufacturing-plants.html

Fortification of the Brand

Browse  Online MBA Management Theory Handbook

Fortify means to strengthen. The top management has the responsibility of strengthening its brand. Brands names have longer life spans compared to the products that are sold. It is because products are improved periodically and thus change, but brand names remain the same for years and years.


What are strengths and weaknesses of Brands? They are related to certain brand concepts and principles.

Strong Brand

A strong brand has strong attributes, values and personality that the consumers associate with the brand. A strong brand always delivers the benefits that customers truly desire as per its promise. A strong brand makes use of and coordinates full range of marketing activities to build equity. A strong brand has the right blend of product quality, design, features, costs and prices. A strong brand is properly positioned and occupies a particular niche in consumers minds. A strong brand has  consumers who willingly pay a substantial and consistent premium price for the brand versus a competing product and service.

Brand Relevance
_______________________

_______________________

Berkeley-Haas


Strong Brand
_______________________

_______________________
BiteSize Business School


20 Principles that Drive Brand Success
_______________________

_______________________

What Great Brands Do, Seven Brand Building Principles That Separate the Best from the Rest
Concordia University Irvine
_______________________

_______________________


Fortification is based on the diagnosis of the brand now.

Diagnosis for Your Brand

https://blog.kissmetrics.com/conducting-a-brand-audit/

https://brandascension.com/brand-dna/brand-assessment/

http://www.nielsen.com/cn/en/solutions/capabilities/brand-equity-tracking-and-performance-diagnosis.html

Brand Fortification Strategies

Brand Awareness Related 

What products does the brand represent?

What needs does it satisfy

What benefits does it supply

Brand Image Related

How does the brand makes the product superior?

What strong, favorable and unique associations exist in customers' minds?

Actions by the company

Innovations are required in product design, manufacture and merchandizing.

Relevance in User and Usage Imaginery

In more detail

Consistent marketing support

Continuity in brand meaning

Protecting sources of brand equity

Surplus of Fortification over Leverage to grow Brand Strength

This article is part of #AtoZChallenge 2017 for Blogging Posts. My Theme for the Challenge is Top Management Challenges - Full List of Articles  http://nraomtr.blogspot.com/2016/12/a-to-z-2017-blogging-challenge-top.html

Technology Management - Case Studies

 

Lucas TVS 2011

Technology development

Technology development has been slow in the initial years and improved pace after 1990.  The in house R&D set up  way back in 1978.  Lucas TVS has continuously evolved and ventured into new technology and product domains from time to time. 

Technology Management

LUCAS TVS had more than 250 qualified and experienced staff in the Research and Development Division. The New Product Development Process of Lucas TVS is carried out on the basis of concurrent engineering, design for manufacture and assembly, design to target cost, design for reliability, meeting the requirements of TS16949. This NPD process has been developed with the help of Japanese consultants.  The  requirements of customers are transformed into new products by the Engineering R&D teams. 

Product design is carried out using 3D software such as Pro/E, Catia, Unigraphics as required by the customers for easy interaction and on-line design reviews, while designing Lucas TVS products for the engine and vehicle systems of the customers. Computer aided engineering is extensively used for product design and development, through computerized electromagnetic design, motor design, stress and fatigue analysis, optimization of design, reliability engineering, etc. Techniques like FMEA (failure mode and effect analysis) are used extensively to detect potential failures in design and process. Test facilities have been set up in-house.   Lucas TVS has set up an extensive benchmarking area for benchmarking of its products with competitors. This helps R&D engineers to keep track of latest techniques being used by competitors and continuously update product technology and quality. 

The Head (R&D) is primarily responsible for technology management function. He reports directly to the CEO. The role is at a higher level plays a crucial role in the decision making process. He is responsible for strategic technology planning, initiating new ventures, product upgradation and improvements and new product developments. He looks after the engineering & design function, new developments, tool design.  This helps to have an overall control over the major activities in a new product introduction set up. 

Lucas TVS employs the autonomous cross-functional team structure called- NPIT (New Product Introduction Teams) for new projects. In the NPIT, people from different functional areas form the team and the team is headed by a General manager designated for the new projects. The team is disbanded after successful implementation of the project. Technology absorption from TA/JV partners is done through short-term visits of Lucas TVS engineers to technology partners.

 The industry Lucas TVS operates being technology intensive, technology forms a part of the strategic plan. Both medium term and long term technology plans are prepared for product, process and businesses. Head (Business planning) is responsible for strategic planning & business development. 

He works in close coordination with Head (R&D), Head (Marketing) & Head (operations). This helps in integrating the business strategy, technology development strategy and operations strategy in a seamless manner. Specific targets for parameters such as Localization, Quality improvement productivity improvements etc are fixed up on yearly basis. 

Business Performance

 Lucas TVS has been showing impressing sales performance over the years. Lucas TVS ranks 2nd among the auto electrical component manufacturers in India. Exports contribute about 8% of sales as on 2007-08; it has grown by about 4 times in the last 5 years. Lucas TVS intends to improve it further by 2010. 

Lucas TVS has been able to develop several new products simultaneously (distributor, starters, alternators, sensors) for all the MPFI models for major customers within a short time span. The productivity has increased after the single piece flow concept was introduced by Lucas TVS.  

Over 70% of the current sales turnover is realized from new products developed by in-house R&D. Lucas TVS was awarded the Golden Trophy for Technology Excellence by Automotive Component Manufacturers Association of India in 2007, among the automotive component manufacturers. 

 SAP-LAP analysis

Context

Technical collaboration on a select basis and emphasis on creation of a strong manufacturing base 

Situation

 Lucas TVS is a leader in auto electrical segment and has expanded its product portfolio gradually 

 A strong manufacturing base and has been able to achieve economies of scale

 Emphasis on In-house R&D, to achieve core competency in key technology areas

Process of Technology management

 Impressive track record in technology transfer, adoption and adaptation

 Emphasis of technology management in corporate strategy

 Strong In-house R&D and manufacturing facilities provide the strength for bargaining

 TA/JV has been a preferred route for acquisition of new product technology

 Cost control by effective implementation of localization programs within specified time frame

 Successful project management by forming NPIT (New product Introduction Teams)

 Continuous improvement of manufacturing technology by adopting techniques of TPM, TQM

Learning Issues:

 Lucas TVS has been able to achieve tremendous growth after forming strategic alliances / joint ventures in different areas

 It has been able to plan its Technology strategy well and has been able to align its technology strategy and business strategy.

 Technology forecasting and timely implementation of plans has helped Lucas TVS to stay ahead of the competition.

 Setting up of green field projects has also helped Lucas TVS to bring in new technology and induce a new culture for betterment of the company.

 A highly skilled and motivated workforce has contributed in a big way for success of Lucas TVS.

 Parallel strategy of TA/JV and in-house R&D has helped Lucas TVS to address varied customer expectations like low cost (optimized performance) or higher reliability and high performance

 Investing in R&D at an early stage has helped Lucas TVS to be able to benefit in terms of garnering high chunk of revenue from indigenously developed products

Recommended actions:

 Lucas TVS may explore the option of technology acquisition to develop capability in new technology areas

 With increasing demand in the automotive sectors, Lucas TVS may need to look at higher capacity production lines with minimum investment. 

 Need to continue to invest in R&D for traditional as well as future technologies Expected performance:

 With sustained focus, Lucas TVS can become an Indian multinational in next decade.

Sahoo, T., Banwet, D. K., & Momaya, K. (2011). Strategic technology management in the 

auto component industry in India: A case study of select organizations. Journal of Advances in 

Management Research,8(1), 9-29.

Analysis of Technology Management Using the Example of the Production Enterprise from the SME Sector☆

Elżbieta Krawczyk-Dembicka

Procedia Engineering

Volume 182, 2017, Pages 359-365

https://www.sciencedirect.com/science/article/pii/S1877705817312481

Technology Management - Case Studies

https://www.macmillanihe.com/companion/Cetindamar-Phaal-And-Probert-Technology-Management/learning-resources/Case-studies/

Part of the book

Technology Management: Activities and Tools

Dilek Cetindamar, Rob Phaal, David Probert

Macmillan International Higher Education, 20-Jan-2016 - Business & Economics - 256 pages

The Technology Management (TM) discipline has a history of more than 50 years. It is inherently interdisciplinary and multifunctional, and when managed correctly it can deliver a decisive competitive advantage.

https://books.google.co.in/books?id=gG2eCwAAQBAJ

A simple case study on core concepts of technology management. HP is the firm under study.

Jul 24, 2009

https://www.slideshare.net/divi.lekha/a-case-study-on-technology-management

2005

https://pubsonline.informs.org/doi/pdf/10.1287/ited.6.1.13

Phaal, R., Farrukh, C.J.P. and Probert, D.R. (2001), "Technology management process assessment: a case study", International Journal of Operations & Production Management, Vol. 21 No. 8, pp. 1116-1132. https://doi.org/10.1108/EUM0000000005588

https://www.emerald.com/insight/content/doi/10.1108/EUM0000000005588/full/html

Evolution of Business Logistics Management

Before the 1950s, logistics was thought of in military terms. It had to do with procurement, maintenance, and transportation of military facilities, materiel, and personnel. The organization within the typical business firm around the activities currently associated with logistics was fragmented.

Physical distribution begins to emerge as  LaLonde and Dawson (LaLonde and Dawson, 1969) trace the early history and note that Arch Shaw in 1912 began to see the two sides of marketing, where one deals with demand creation (promotion) and the other with physical supply, and Fred Clark in 1922 identified the nature of physical distribution and pointed out how it was different from the demand-creating nature of marketing. Scholars did include distribution as a primary activity in the marketing mix. But distribution discussed in marketing seemed to be defined more in terms of marketing (transaction) channel activities than physical distribution ones. Paul Converse (Converse, 1954), a noted marketing professor, said in 1954 that businesses had not been paying  attention to physical distribution.

The research that  laid  the foundations for physical distribution was a study by Lewis et al. (Lewis et al., 1956).  The study pointed out that it is necessary to view shipping from a total cost perspective and not from just a transportation cost one. Although air freight cost may be high, air freight’s faster and more reliable service can lead to lower inventory carrying costs on both ends of the shipment and might prove less costly for some items. This led to more illustrations of  the total cost concept for transportation decisions.

The first college course (Michigan State University) and textbook (Smykay et al., 1961) appeared around 1960. Within the context of the total cost approach, activities such as transportation, inventory control, warehousing, and facility location were discussed. The emphasis was on a firm’s outbound movement of goods and dealt little with inbound movements.

 In 1964, the scope of physical distribution was expanded (Heskett et al., 1964) to include physical supply and was called business logistics. The  descriptive name of business logistics  distinguished the name from military logistics and also focused on logistics activities that took place within the business firm.  On the other hand, there was a similar movement by those interested in the purchasing activity.

The study and practice of physical distribution and logistics emerged in the 1960s and 1970s. Logistics costs were high. On a national level, it was estimated that logistics cost in the U.S. accounted for 15 percent of the gross national product (Heskett et al., 1973). Similarly, physical distribution costs of other nations were found to be high as well. For example, in the United Kingdom, they were 16 percent of sales (Murphy, 1972), in Japan they were 26.5 percent of sales (Kobayashi, 1973), in Australia they were 14.1 percent of sales (Stephenson, 1975), and as of 1991 in China they were 24 percent of GDP (Wang, 2006). In certain firms,  they were  as high as 32 percent of sales (LaLonde and Zinszer, 1976). Peter Drucker, said that physical distribution as one of "the most sadly neglected, most promising areas of American business" (Drucker, 1962). Physical distribution and logistics became a focus area for managerial attention.

Physical distribution with its outbound orientation was first to emerge, since it represents about two thirds of logistics costs and it was considered a component of the marketing mix (product, place or physical distribution, promotion, and price) of essential elements.

For physical distribution and logistics  the definition in 1962 offered by Smykay et al. (Smykay et al., 1962) was:

"Physical distribution can be broadly defined as that area of business management responsible for the movement of raw materials and finished products and the development of movement systems."

Although physical distribution is usually associated with outbound product movements from a firm, this definition indicates a broader concept that includes both inbound and outbound movements. Heskett et al. (Heskett et al., 1964) described business logistics in terms of both physical supply and physical distribution, but they also recognized that logistics takes place throughout the supply channel, from producer to end consumer.

In the early definitions  the focus was on coordinating among the activities within the function, with little emphasis on coordinating among the other functions within the firm or among external channel members. This limited application of a much broader scope probably had to do with technological limitations of information systems at the time and the difficultly of managing across areas of responsibility.

The evolution and future of logistics and supply chain management
Ronald H. Ballou
Case Western Reserve University
Prod. vol.16 no.3 São Paulo Sept./Dec. 2006
http://www.scielo.br/scielo.php?script=sci_arttext&pid=S0103-65132006000300002

Business Logistics/supply Chain Management: Planning, Organizing, and Controlling the Supply Chain

Ronald H. Ballou, Samir K. Srivastava

Pearson Education India, 2007 - Business logistics - 800 pages

https://books.google.co.in/books?id=4cyN3lVFe-UC

Updated on 23 Jan 2021

pub 22 May 2019

Manufacturing Management Subject Update

Basic Articles

Manufacturing Management - Introduction  -  Scope and Definition of Manufacturing - Production Management

Manufacturing Strategy  -   Process Strategy and Analysis  -  Productivity Management in Operations Management

Strategic Capacity Management - Plant Location Decision -  Manufacturing Network-Supply Chain Strategy

Five Requirements of a Manufacturing Team Leader in Toyota

Journal of Manufacturing Technology Management
http://www.emeraldinsight.com/journal/jmtm

Flexible Services and Manufacturing Journal

The mission of the Flexible Services and Manufacturing Journal, formerly known as the International Journal of Flexible Manufacturing Systems, is to publish original, high-quality research papers in the field of services and manufacturing management.

2021

IFAC Technical Committee 5.2 "Management and Control in Manufacturing and Logistics"

Welcome Message from the Chair

The activities of the Technical Committee 5.2 "Management and Control in Manufacturing and Logistics" are devoted to promote the development of management decision-support systems in digital, resilient and sustainable manufacturing and supply chain systems in the era of Industry 4.0 based on combination of Industrial Engineering, OR and Data Science

Technical areas of interest in this committee include:

(a) Models of manufacturing tasks in production as well as assembly units, with the aim of designing architectures of workstations, cells and production lines, quality assurance and maintenance;

(b) Models of manufacturing management aiming at the design of procedures for process planning, production planning and control, job and activity scheduling, inventory control and logistics;

(c) Models of supply networks aiming at the design, planning and control of coordinated production-logistics systems;

(d) Modelling and management of sustainable and resilient manufacturing and human factors in manufacturing

(e) Models of Industry 4.0, cyber-physical systems, digital twins, Blockchain, cloud manufacturing, artificial intelligence, computer-aided, communication-based and Internet-based procedures and processes with the aim of accomplishing the functions listed in (a) - (d).

2021: 17th IFAC Symposium on Information Control Problems in Manufacturing, IFAC INCOM 2021, June 7-9 2021, Budapest (Hungary)

2022: 10th IFAC Conference on Manufacturing Modelling, Management and Control, IFAC MIM 2022, Nantes, France

2023: 22th IFAC World Congress (Japan)

Prof. Dr. Dmitry Ivanov

https://tc.ifac-control.org/5/2

BACK TO BETTER: SUSTAINABILITY'S ROLE IN POST-PANDEMIC MANUFACTURING

 22/01/2021

The latest Manufacturing Management live panel, sponsored by Inenco, discusses one of the key topics facing manufacturers – and all businesses – that of sustainable operations.

https://www.manufacturingmanagement.co.uk/video/back-to-better-sustainabilitys-role-in-post-pandemic-manufacturing

SERIAL NUMBER MANAGEMENT SIMPLIFIED

Manufacturers that handle numerous unique parts or final products comprised of high cost individual components can struggle with the complexity of managing and tracking parts over the production cycle and beyond. Serial number management is an effective way to track components and final products, providing visibility into manufacturing and greater efficiencies. Serial management is a critical component of a Manufacturing Execution System (MES) or Warehouse Management System (WMS). It can be customized to provide either partial or total tracking of parts and products, depending on business needs.

https://objt.com/en/blog/serial-number-management-simplified/

Continuing Education for the Manufacturing Sector

Drive the innovation of the Manufacturing world

Industry 4.0 is slated to make production systems faster by up to 30% and increase efficiency by 25%, elevating mass customisation to new levels. To lead this transformation, organisations are investing in their engineering workforce to build skills in areas such as Additive Manufacturing, Digital Manufacturing, Design Engineering, Autonomous Equipment, Industrial IoT, High Precision Manufacturing, Flexible Manufacturing Systems, Mechanisms and Robotics.

The BITS Pilani portfolio of Work Integrated Learning Programmes are designed for Manufacturing and Engineering organisations that are committed to creating the next generation of engineering and business leaders who will lead transformation initiatives and help keep the organization future-ready.

https://bits-pilani-wilp.ac.in/programmes-for-organisation/manufacturing.php

MazikThings

The Leader in IoT/M2M, AI and Data Portability

Cutting-edge manufacturing process management.

Simplify your supply chain, personnel, operations and facilities.

Think … done.

http://www.maziktech.com/mazikthings/

Location Tracking for Manufacturing Efficiencies and Safety

https://blog.rgbsi.com/location-tracking-for-manufacturing

Daicel's Commitment to Monozukuri Manufacturing Management Innovation We will change our behavior and create a new corporate culture by reviewing our structure and functions to support our business strategy.

Process Innovation and Product Innovation are realized efficiently and strategically through Management Innovation.

https://www.daicel.com/en/manufacturing/management.html

1st Edition

Circular Economy for the Management of Operations

Edited By Anil Kumar, Jose Arturo Garza-Reyes, Syed Abdul Rehman Khan

Copyright Year 2021

https://www.routledge.com/Circular-Economy-for-the-Management-of-Operations/Kumar-Garza-Reyes-Khan/p/book/9780367422516

2020

BACK TO THE FUTURE: TEN ACTIONS TO BECOME FUTURE-READY

Published: 29/09/2020

https://www.manufacturingmanagement.co.uk/features/back-to-the-future-ten-actions-to-become-future-ready

Practical implications and future research agenda of lean manufacturing: a systematic literature review

Production Planning & Control

The Management of Operations

Published online: 29 Jun 2020

https://www.tandfonline.com/doi/abs/10.1080/09537287.2020.1776410

What manufacturing facilities will look like after COVID-19 pandemic ends

Manufacturing will look very different in the post-COVID-19 pandemic era,  according to a Purdue University supply chain expert.

BY JOSEPH PAUL APRIL 29, 2020

https://www.controleng.com/articles/what-manufacturing-facilities-will-look-like-after-covid-19-pandemic-ends/

April 27, 2020

Sensors, robots and social distancing: What will factories look like in the post-pandemic era?

https://www.purdue.edu/newsroom/releases/2020/Q2/sensors,-robots-and-social-distancing-what-will-factories-look-like-in-the-post-pandemic-era.html

Energy Efficiency in Industry 4.0 - MDPI

https://www.mdpi.com/2071-1050/12/16/6631/pdf

Manufacturing Management Practices in the Western Balkans

Cerar, Jelena and Nell, Phillip C. (2020) Manufacturing Management Practices in the Western Balkans. WU Vienna University of Economics and Business, Vienna.

https://epub.wu.ac.at/7473/

2017

Advances in Production Management Systems. Initiatives for a Sustainable World: IFIP WG 5.7 International Conference, APMS 2016, Iguassu Falls, Brazil, September 3-7, 2016, Revised Selected Papers

Irenilza Nääs, Oduvaldo Vendrametto, João Mendes Reis, Rodrigo Franco Gonçalves, Márcia Terra Silva, Gregor von Cieminski, Dimitris Kiritsis

Springer, 15-Mar-2017 - Computers - 962 pages

This book constitutes the refereed post-conference proceedings of the International IFIP WG 5.7 Conference on Advances in Production Management Systems, APMS 2016, held in Iguassu Falls, Brazil, in September 2016.

The 117 revised full papers were carefully reviewed and selected from 164 submissions. They are organized in the following topical sections: computational intelligence in production management; intelligent manufacturing systems; knowledge-based PLM; modelling of business and operational processes; virtual, digital and smart factory; flexible, sustainable supply chains; large-scale supply chains; sustainable manufacturing; quality in production management; collaborative systems; innovation and collaborative networks; agrifood supply chains; production economics; lean manufacturing; cyber-physical technology deployments in smart manufacturing systems; smart manufacturing system characterization; knowledge management in production systems; service-oriented architecture for smart manufacturing systems; advances in cleaner production; sustainable production management; and operations management in engineer-to-order manufacturing. 

https://books.google.co.in/books?id=khBhDgAAQBAJ

March 2015


Questions by Manufacturing Managers on Industrial Engineering and Cost Management
http://nraoiekc.blogspot.in/2014/11/manufacturing-managers-questions-on.html
You can provide your answers in comments


Advances in Production Management Systems
Conference APMS 2013
Proceedings Vol. 2
Preview Google Books
https://books.google.co.in/books?id=MGS7BQAAQBAJ&printsec=frontcover#v=onepage&q&f=false

Early Books on Manufacturing Management

Factory Organization and Administration
Hugo Dimer, First Professor of Industrial Engineering, Pennsylavania State College
First edition: 1910
Third edition digital copy
http://www.archive.org/stream/factoryorganiza00diemgoog#page/n10/mode/2up

Profit Making in Shop and Factory Management
Charles U. Carpenter, 1908
http://www.archive.org/stream/cu31924002748576#page/n1/mode/2up

Shop Management
Frederick Winslow Taylor, 1911
http://www.archive.org/stream/shopmanagement00taylgoog#page/n10/mode/2up

Factory and Office Administration
Lee Galloway, 1918
http://www.archive.org/stream/factoryofficeadm00galliala#page/n3/mode/2up

Factory Management Wastes: And How to Prevent Them
James F. Whiteford, 1919
http://www.archive.org/stream/factorymanagemen00whit#page/n7/mode/2up

Plant Management
Dexter S. Kimball, 1919
http://www.archive.org/stream/cu31924031222627#page/n7/mode/2up


Updated 2021  23 Jan 2021

2017, 10 December 2015

Control Towers for Various Functional Management Areas - Concept and Software

 

Logistics Control Tower

What is a Logistics Control Tower?

The base of the Control Tower is an intelligent software package that is developed to convert large amounts of data into usable information. By collecting and distributing information, the Control Tower is a central information point within the supply chain. 

https://interchains.online/control-tower-en/meet-the-logistics-control-tower/?lang=en

https://www.nl.dsv.com/en-gb/expert-insights/the-logistic-controle-tower-explained

Manufacturing

_______________

https://www.youtube.com/watch?v=4agJyozafmQ

https://www.a-star.edu.sg/simtech/model-factory@simtech/overview

_______________

Supply Chain Control Tower

https://www.forbes.com/sites/stevebanker/2019/06/05/north-american-railroads-need-to-do-better/

https://www.grandviewresearch.com/industry-analysis/control-towers-market

Transport Control Tower

https://www.supplyon.com/en/blog/transportation-control-tower-a-tool-for-industrial-companies

Supply Chain Execution System

 

Initial thoughts

6 January 2021

https://automationalley.com/Blog/2021/January/Enhancing-Lean-Supply-Chain-Execution-Results.aspx

Business Case for Supply Chain Management Software

 

https://www.slideshare.net/sharadsrivastava12/business-case-scm-implementation

https://www.supplychain247.com/article/making_the_supply_chain_software_business_case

https://www.gartner.com/en/newsroom/press-releases/2019-09-11-gartner-identifies-three-steps-to-develop-a-business-

https://www.financialexpress.com/industry/case-for-digital-twins-part-2-digitisation-is-key-to-building-better-supply-chain-profitable-growth/2009590/

https://spendmatters.com/2018/05/23/building-the-business-case-for-srm-part-1-enhancing-supplier-performance/

https://www.supplychaindive.com/news/computer-vision-business-case-influencers/544302/

https://www.anylogistix.com/case-studies/

Manufacturing Operations Management (MOM) Software Suite

 

2019

London UK, 14th June - Siemens Digital Industries Software announced today the immediate availability of Siemens Opcenter™ software, a cohesive portfolio of software solutions for manufacturing operations management (MOM).

Siemens Opcenter integrates MOM capabilities including advanced planning and scheduling, manufacturing execution, quality management, manufacturing intelligence and performance, and formulation, specification and laboratory management. The new portfolio combines products including Camstar™ software, SIMATIC IT® suite, Preactor, R&D Suite and QMS Professional into a single portfolio that unifies these widely recognised products and leverages synergies between them. A fully web-based, modern, consistent, adaptive and comfortable user interface implemented throughout the Siemens Opcenter portfolio offers a situationally adapted user experience and facilitates the implementation of new capabilities and additional components while reducing training efforts.

http://www.connectingindustry.com/DesignSolutions/siemens-launches-siemens-opcenter-a-new-unified-portfolio-of-manufacturing-operations-management-solutions--.aspx

India - Supply Chain Management Adoption - Low - What are the Barriers?

Research by Mr. Srichandan, Fellow of NITIE, Mumbai

Guide: Prof. K.V.S.S. Narayana Rao, NITIE

Only 40% of the top 1000 manufacturing companies adopted SCM fully including implementing the SCM software.

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Benefits of Implementing Supply Chain Management

Key Factors That Faciliate SCM Adoption Now

Measures that Top Management can take now to Initiate Adoption of SCM

The board can pass a resolution and ask the management to evaluate introduction of SCM.

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Supply Chain Operations Management

"Works management" was used in 1886 by Henry Towne. The importance of buying function was highlighted by him in his paper on "Gain Sharing" presented by him in 1889. For a significant part of time purchasing emphasized arms-length relations between a buyer companies and supplier companies to enhance competition and thus increase the benefit. But the supply chain concept emerged as collaboration between limited number of suppliers for each component or raw material a buying company was found to give benefits of quality as well as low costs. Such practices were developed by Japanese companies to deliver better results compared to arms-length buying system. Supply chain management became a full fledged subject. Its development is linked to supermarket systems and national retailers like Walmart. Hence supply chain management literature describes a supply chain as retailer, manufacturer, suppliers. In the case of manufacturing companies it is the works or factories and the suppliers are the basic components of the supply chain. Hence the issue in this operations management focused article is how to manage supply chain operations.

Chapter outline of Chase - Aquilano

Measuring Supply Chain Performance

Inventory Turnover Defined

Cost of Goods Sold Defined

Average Aggregate Inventory Value Defined

Weeks of Supply Defined

Supply Chain Design Strategy

Bullwhip Effect Defined

Functional Products Defined

Innovative Products Defined

Outsourcing

Outsourcing Defined

Logistics Defined

Design For Logistics

Design for Logistics Defined

Value Density (Value per Unit of Weight)

Transportation Mode Defined

Value Density Defined

Global Sourcing

Mass Customization

Mass Customization Defined

Process Postponement Defined

The idea of supply-chain management is to apply a total systems approach to managing the entire flow of information, materials, and services from raw-materials suppliers through factories and warehouses to the end customer. The term supply chain comes from a picture of how organizations are linked together as viewed from a particular company.

The focus is on those core activities that a business must operate each day to meet demand. The topic is popular because many companies are achieving competitive advantage by the way they configure and manage their supply chain operations. 

Measuring Supply Chain Performance

Because inventory at each stage of an operation ties up money, it is important that the operations at each stage are synchronized to minimize the size of buffer inventories. The efficiency of the supply chain can be measured based on the size of the inventory investment in the supply chain. Key measures to evaluate supply chain efficiency are inventory turnover and weeks-of-supply. Other measures include the cost of goods sold and the average aggregate inventory value.

Inventory Turnover Defined

Inventory turnover =  Cost of goods sold/Average aggregate inventory value

Supply Chain Design Strategy

Variability within the supply chain magnifies as we move from the customer to the producer in the supply chain. This bullwhip effect indicates a lack of synchronization among supply chain members. Programs like continuous replenishment smooth the flow of materials through the supply chain.

Other supply chain issues occur because of the length of the product life cycle, demand predictability, product variety, and market standards for lead times and service.

Four supply chain management strategies

Functional Products - Innovative Products 

Products may be either functional staples or primarily innovative and require different management methods.

Functional products are staples that people buy in a wide range of retail outlets.  Typically, they do not change much over time, have low profit margins, stable predictable demand and long life cycles. 

Innovative products, on the other hand, give customers new benefits and hence provide additional reasons to buy.  Fashionable clothes is one example of innovative products. Smart phone and tablet computers are examples of innovative products of the recent period.  Innovative products have short life cycles, high profit margins, and volatile demand.

Stable supply processes - Evolving supply processes

Lee argued that on the supply side also there are stable supply processes and evolving supply processes. 

Based on these two classifications (Functional Products - Innovative Products  and Stable supply processes - Evolving supply processes)   four supply chain management strategies were identified.

Efficient supply chains

Risk-hedging supply chains

Responsive supply chains

Agile supply chains

Efficient supply chains are designed to minimize cost that requires high utilization, minimizing inventory, and selecting vendors based primarily on cost and quality, and designing products that are produced at minimum cost.

Market-responsive supply chains are designed to minimize lead time to respond to unpredictable demand, thus minimizing stockout costs and obsolete inventory costs.

Risk sharing supply chains are those that share resources so that risks in the supply chain can be shared.

Agile are those supply chains that are flexible while still sharing risks of shortages across the supply chain.  Generally, these supply chains carry excess capacity and higher buffer stocks.  Vendor in responsive supply chains would be selected for speed, flexibility, and quality.

Outsourcing

Outsourcing is moving some of a firm's internal activities and decision responsibility to outside providers. Companies have a variety of reasons for outsourcing but primarily the reasons are to reduce costs and create a competitive advantage. Full list adopted from the book Strategic Outsourcing by Maurice F. Greaver II. was provided in the book (Chase et al.)  One popular area to outsource is logistics. In determining the shipping mode for an item a key variable is the value density or value per unit of weight.

Design for Logistics

Given the emphasis on minimizing inventory and handling in efficient supply chains, design of the components and materials can be evaluated from their each of storing, picking and handling. Hence design for logistics is also to be incorporated in design process.

Global Sourcing

With the communist bloc of countries now into free trade system, a truly global supply chain system can be created.

Mass Customization

Three principles of mass customization are given in the book.

1. A product should be designed so it consists of independent modules that can be assembled into different forms of the product easily and inexpensively.

2. Manufacturing and service processes should be designed so that they consist of independent modules that can be moved or rearranged easily to support different distribution network designs.

3. The supply network - the positioning of inventory and the location, number, and structure of service, manufacturing, and distribution facilities - should be designed to provide two capabilities. First, it must be able to supply the basic product to the facilities performing customization in a cost-effective manner. Second, it must have the flexibility and the responsiveness to take individual customers' orders and deliver the finished, customized good quickly.

Resilience of Supply Chains

During disasters supply chain get disrupted and operations get affected badly. Supply chains supporting operations is clearly understood during these disasters.

A key first step to resilience or bring back operations to life is  mapping critical supply chains and critical infrastructure to understand where critical goods (and their essential ingredients) come from and how they might move down the chain to an area affected by disaster. Foreknowledge of the fragile facilities and vulnerable connections, as well as possible alternatives, can accelerate both the assessment of and implications of a disaster and the recovery. Moreover, part of this mapping entails measuring the system’s conveyance capacity such as tractors, trailers, containers (of various sizes), and compatible chassis. Baseline measurements of logistics activity during normal times provide both a benchmark for recovery and an approximate indicator of likely capacity in a crisis.

Some companies map their supply chains as part of their risk management and resilience efforts. These companies use the bill-of-materials (BOMs) for products and corporate accounting records regarding procurement of these materials to understand the implications of supplier disruptions. Thus, the company can determine which products and customers would be disrupted if a given supplier were disrupted. Companies can use third-party supply chain risk management services that help gather information on suppliers’ geographic locations. These services can also utilize real-time news

feeds for impactful events to alert companies how a given distant event might affect them. Using the BOM and data on the revenues or profits from each product, companies can even estimate the potential financial magnitude of a disrupted supplier.

https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/Supply%20Chain%20Resilience-%20Restoring%20Business%20Operations%20After%20a%20Hurricane.pdf


Related Articles

Supply Chain Cost Reduction -Industrial Engineering of Supply Chains

Supply Chain Management Revision Articles with Links

January - Management Knowledge Revision

HAPPY NEW YEAR 

 Management News
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To take care of holidays during December - January revision articles are specified from third week only.












Frederick Taylor
Picture Source:
http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

January 3rd Week  15th to 19th 

Development of Management Subject. Theory of Management developed over a long a period of time with periodic quantum jumps in thinking.
Scientific Management/Shop Management - F.W. Taylor Introduction

Principles of Industrial Engineering - Taylor - Narayana Rao - Derived from Principles of Scientific Management by F.W. Taylor

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Taylor - Narayana Rao Principles of Industrial Engineering



Industrial Management and General Management - Henri Fayol
Importance of Human Relations in Management - Elton Mayo and Rothelisberger (Insights from Psychology)


Organization as a Social Group (Insights of Sociologists)
Mathematical Models and Their Optimization


Control of Variation in Inputs and Outputs (Insights from Statistics)
Systems Approach in Management


Business Conceptualization (Insights from Economics, Engineering Economics, Managerial Economics, Industrial Economics)
Peter Drucker - Business Organization - Economic Function - Social Responsibility

January 4th Week   22 to 26,  

Global and Comparative Management
Management: Definition and Process



Process and Functions of Management -

Planning: A Management Process  

The Nature and Purpose of Planning - Review Notes
Objectives and Goals - Review Notes


Strategies, Policies, and Planning Premises - Review Notes
Business Firm and Society - The External Environment, Social Responsibility and Ethics - Review Notes


Decision Making - Review Notes  -
Summary - Principles of Planning


February Month Management  Knowledge Revision

One Year MBA Knowledge Revision Plan

Month                 Subjects

January      (Principles of Management)
February    (P.of M & Marketing Management ) 
March        (Mktg. Mgmt. & Operations Management)
April          (Supply Chain Management and Financial & Cost Accounting)

May          (Management Accounting & Organizational Behavior)
June          (Innovation, Industrial Engineering and Economics)
July           (Economics, Engineering Economics, & Managerial Ethics)
August      (Statistics, Quality and Six Sigma, OR & BRM)

September (HRM, Mentoring, Training, Project Management, Maintenance, Energy & Environment Management)
October     (Information Technology and Management Information Systems, Warehousing and Transport)
November (Strategic Management & Financial Management)
December (Business Laws, Negotiation, Taxes and Government Relations)

Industrial Engineers support Engineers and Managers in Efficiency Improvement of Products, Processes and Systems

Industrial Engineering - January Knowledge Revision


Updated 15 January 2019,  4 January 2018,   26 December 2016,  4 December 2016, 26 January 2016

System Dynamics - Introduction - Bibliography

Practical Systems Thinking - Workshops that create Clarity within Complexity!

https://ongalaxies.com/practical-systems-thinking-clarity-within-complexity/


Causal loop diagram
https://en.wikipedia.org/wiki/Causal_loop_diagram

GLO 410: Systems Thinking - (Campion, Spring 2016): Chapter 1: Causal Loop Diagrams
This guide for Systems Thinking provides students with links to references from the textbook Systems Concepts in Action in addition to other resources to help develop systemic thinkers.
https://slulibrary.saintleo.edu/c.php?g=449435&p=3067596


Developing System Dynamics Models from Causal Look Diagrams
https://pdfs.semanticscholar.org/250a/55fb32d15314127e459333c3955a6ab9fe34.pdf


Systems Thinking - CLDs - Refresher
https://www.unescap.org/sites/default/files/S2_System%20thinking_MI_3Sep2018.pdf